20^th century management consultants implement unsolvable problems

Consultants today do not help clients solve the unsolvable 20^th century management problems. Typical consulting services lay structures over the business and introduce new unsolvable problems in the need for reorganization, business and information complexity, unknown costs and value, unknown capital worth and returns, overlaid solution and business conflicts, and on and on.

R-pM provides the 21^st Century Management consulting model to organize and manage the business to avoid unsolvable problems

Unsolvable problems occur due to clashes between overlaid structures and the actual business. The problems disappear when the actual business is organized with R-pM to manage one business structure to integrate planning, directing, control, and reporting.

The 21^st Century Management consulting model guides the enterprise and consultants to work together to achieve new business value in result value-quality chains, result-performance costing, strategic value management, result-performance optimization, project result management, human capability management, and other new concepts not possible with 20^th century management.

Opportunities are emerging for R-pM consultants to support 21^st Century Management

21^st century management will ultimately replace obsolete 20^th century management, creating a demand for R-pM management consultants. R-pM consulting sales and delivery are supported by R-pM websites, The R-M Toolkit, and other R-pM promotions. Professional management consultants and firms, who want to provide professional services that provide planned and measured enterprise benefit, will gain significantly by being among the first registered R-pM management consultants [more...]

Today's business processes emphasize managing performance and "performance quality". But, people have difficulty defining "performance quality" and in identifying and correcting poor performance. If the business process output is not up to standard, it is difficult to identify what happened within the process and to prevent the problem from recurring.

"Quality" is not an attribute of performance. "Quality" is an attribute of the output result produced by performance effectiveness. We can see and determine the quality of the output result, where we cannot see or determine the quality of performance, if it is not witnessed. In order to manage quality we must manage each output result produced in the chain of results leading to the final process result. In order to manage the effectiveness of performance, we must manage the human and other performance solutions utilized to produce the result. A defective result in the chain it is caused by either a defective input result or ineffective performance. The chain is traced back to identify the defective result. Since performance solutions are managed, the ineffective solution can be corrected or replaced. But, this can only be done by managing result chains with Result-performance Management. [more...]

20^th century management consulting is based on obsolete organization and management structures laid over the client business. The consulting effort is directed at improving performance rather than improving the business and creating value. Many projects implement additional business process and information system structures over the business, which propagates unsolvable client problems.

21^st Century Management Consulting is based on Result-performance Management (R-pM) to professionally organize and manage the actual enterprise customer business. R-pM Consultants employ the R-pM Management Consulting Model to work in partnership with the enterprise and help the enterprise achieve planned and measured result value-added success. New business processes or information systems are implemented as complete solution modules to produce specific results along the result value-quality chain.

R-pM is coming in 2008 to provide the future of business organization and management. R-pM consulting is the future of professional management consulting. [more...]

Business transformation got a bad name when it was misapplied to business process re-engineering and implementation of enterprise resource planning.

True "Business Transformation" moves an enterprise, organized and managed through structures laid over the business, to an enterprise that directly organizes and manages the business and never needs further transformation.

Result-performance Management (R-pM) provides the methods and guidance for true transformation to an organized and managed business. [more...]

The many development project management methods cannot plan and develop specific project benefits, capture development costs for specific performance solutions, nor measure development costs against actual result value-added to find the return on investment.

Rule No. 7 of the 10 rules of 21st century management is Manage Investments to gain a planned result value return. The enterprise cannot manage benefits unless the specific results to be produced by the developed capital are organized and managed. The enterprise cannot manage costs to know return on investment, unless the specific performance solutions being developed are defined and managed.

R-pM uses unique bottom-up Result-performance Development to develop both the costs and benefits of development, so that they can be tracked into operation to provide the planned and managed return on investment.

R-pM provides a business structure for capital development project results produced and performance solutions utilized for effective project management and to capture of costs of new solutions developed as project results.

Do not attempt any capital development project without studying and understanding the benefits of R-pM. [more...]

Management rarely fills the proper role in conventional business change. The change is up to consultants and the administrative department. Management will often resist using new enterprise structures and continue to manage the business in his own way. This is possible, because conventional business change is not change to the business, but change to enterprise structures overlaid on the business.

Result-performance Management is the final business change to organize the business, so that all future business change is part of the enterprise routine. Enterprise management must take the lead and participate in the change to R-pM, since the fundamental performance utilized and results produced by the business are being organized and managed. R-pM becomes the daily routine of managers at all levels and all overlaid enterprise management structures are removed. R-pM simplifies the business to six consistently defined information entities to remove information complexity and enable 21st century management.
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The word performance used in business management is defined to include not only the activity of performance, but also the results produced in goods and services and other economic outputs. This definition prevents the performance management structures, key performance indicators, business processes and other structures, we overlay on the business, from managing the results of performance separate from the activity of performance.

The definition conflicts with the definition of business in an enterprise as "the activity of providing goods and services", so we overlay organization and other structures on the business, rather than organizing and managing the business [more...]